DeKalb County Water Billing Presentation

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    Water Sewer Billing UpdatePresentation by DeKalb Department of Finance

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    * Issues

    *

    Call Center Staffing

    * Moratorium & Audit

    *

    Consumption Reports

    * Veolia

    * Initiatives

    *

    Satellite Locations

    *

    Automated Payment Line

    *

    Communication Campaign

    * Next Steps

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    Agenda

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    * Customer phone calls not answered at call center

    * Long Wait/Hold Times

    *

    Dropped Calls

    * Maloof Water Payment Center experiencing highvolume and congested wait areas

    * Customer complaints regarding high water bills

    *

    Customer desire for additional information from DeKalbCounty concerning billing process, consumption, leaks

    and billing errors

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    Issues

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    *Addition of the Hire Dynamics staff has increased thefull-time call center staff from 20 to 55 people

    *

    New service level agreements have been implementedto manage calls requiring additional handling orresearch

    * In-depth training for the Hire Dynamics staff is ongoing,

    with one class currently in-session and scheduled toconclude no later than December 31. Additional trainingwill significantly improve the customer serviceexperience by enabling the new staff to provide morefirst-call resolutions

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    Call Center Staffing

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    Call Center Staffing: CST performance dashboardswere created, a critical first step to building an effective call center

    management system

    5

    $,$'89):8;'

    These two

    indicators should

    trend similarly but

    are divergent Reasons for

    divergence calls

    for more research:

    Ineffective

    resource

    mgmt;

    Outside

    interference

    affecting call

    center ops

    0%

    5%

    10%

    15%

    20%

    25%

    30%

    35%

    0

    5000

    10000

    15000

    20000

    25000ABN Rate# Calls Abandonment Rate and Call

    Volumes

    Total

    Calls

    ABN

    Rate

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    Call Center Staffing: Additional metrics tracking,and goal-setting must be incorporated into call center management

    practices

    6

    $,$'89):8;'

    In Oct, due to the

    increase of staff,

    phone were

    answered quickly

    causing a rise in

    SL

    Subsequently, the

    ASA decreased

    because therewere more staff

    answering

    phones

    Evidence of

    immediate impact

    of staff increase

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    *

    On September 30, 2014 DeKalb County instituted a temporarymoratorium on water disconnections, which ended on October 15,2014

    *

    5,640 DeKalb County residents were identified with recent bills totallytwice their normal averages or greater

    *

    As of December 1, 2014, 93% (5,250) accounts audited and sourceof variance identified

    *

    All accounts to be resolved by December 15, 2014 and all affectedaccounts will receive letters about their account and next steps

    *

    Variances in water sewer bill can have a variety of root causes,including increased consumer consumption, undetected leaks,irrigation usage, inaccurate meter reading and estimated bills.

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    Moratorium & Audit

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    *

    Sent to all Individual Customer Accounts (commercialand residential)

    *

    Commercial- Monthly Billing* Residential Varies (monthly and bimonthly)

    * Contain a history of water sewer consumption and costin DeKalb County

    *

    Personal usage comparative from April 2013 throughSeptember 2014

    * Will be added to monthly and bi-monthly bills 1QTR2015

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    Consumption Reports

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    Consumption Graph (sample)

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    * Veolia, a globally-recognized in water services, engaged withthe customer service group the week of November 3

    * Veolia will present monthly milestone metrics to the steeringcommittee and the Board of Commissioners

    *

    The tasks of the Veolia team include*

    Redesign the currently-used Interactive Voice Response system(IVR) to reduce call durations and improve self-serve options

    *

    Work with IT and the billing software vendor to improve thatsystems response time

    *

    Spearhead the invoice redesign and internal bill image access* Two integrated Veolia team members interact daily with the

    customer service group and provide real-time coaching andrecommendations for improved operations.

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    Onboarding Veolia

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    * 60 Satellite Payment Locations.

    *

    Payment sites at local Kroger, Citgo, Walmart and

    other retail locations are set up around the county

    to provide easy bill payment options for customers.

    *A map and list of these locations can be found on

    the DeKalb County Watershed website:http://www.dekalbwatershed.com/payyourbill.html

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    Initiative: Satellite Locations

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    *

    Town Hall Presentations.

    * In addition to the seminars at the Neighborhood Summit

    on November 1, various DeKalb County commissionershave invited the Department of Finance to present onthe improvements to the water billing process

    * Feedback from the town hall meetings and

    Neighborhood Summit shows residents are receptive tothe new satellite payment locations and haveexperienced an improvement in customer service

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    Initiative: Communication

    Campaign

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    * Other Communications.

    *

    Significant communications strategy has been underwayto complement operations. Including:

    * Updated list of customer frequently-asked questions

    * Proactively issuing a press release, detailing

    improvements to-date, as well as a forward-looking plan ofaction for county residents

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    Initiative: Communication

    Campaign

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    * Continued in-depth training and development

    *

    Third Fully trained CSR class completed by February28th, 2015

    *

    Development of First Call Resolution

    *

    Establishing Performance Metrics for CSRs

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    Next Steps: Staffing

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    *

    Satellite Location Communication Campaign*

    Signage in recreational centers, libraries and Walmart

    *

    DeKalb County Bill Redesign* Communications team plans to issue a follow-up press

    release(s), including any and all customer service andefficiency improvements/successes

    *

    Continued Customer Outreach and Education*

    Website Updates

    *

    Water Conservation

    *

    Leak Detection

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    Next Steps: Communication

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    *

    Analysis of Water Billing Customer Service Hours ofOperations

    *

    Technology Integration

    * Reduce repetitive Monthly/Bi-Monthly Bill Estimates

    * Quality Control of full billing cycle

    * Meter reading

    *

    System Upload

    * Billing Audit

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    Next Steps: Operations

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    Questions

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